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Missing Sales Management

A sales effectiveness program requires good execution

March 15, 2005

The vice president of sales at a distributor of safety products was called into a meeting with the president of the company. The president informed the V.P. that he was not pleased with the progress being made in a number of areas. His displeasure centered on market share growth and profitability. The company, founded in the '20s, had grown through acquisitions to exceed $200 million in sales. The president was eager to continue this growth. He recognized that the company had become highly leveraged with its most recent acquisitions. His father and grandfather, still on the board of directors, were not shy about taking money out of the corporation. He knew that if he was to continue the growth demonstrated in the past he would have to do it organically, through improved performance in ...

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